企业文化建设(英文)

如何建设公司文化的英语作文英文回答：Building Company Culture.Company culture refers to the shared values, beliefs, and behaviors that guide and shape the work environment within an organization. A strong company culture is essential for fostering employee engagement, motivation, and productivity. Here are some key steps to building a positive and effective company culture:1. Define core values and beliefs: Determine the core values and beliefs that are fundamental to your organization. These values should serve as the foundation for all decision-making and behavior within the company.2. Communicate values: Clearly communicate the core values to all employees, ensuring that everyone understands and embraces them. This can be done through variouschannels such as company meetings, handbooks, and internal communications.3. Lead by example: Leaders play a pivotal role in shaping company culture. They must embody the core values and set a positive example for employees to follow.4. Create a welcoming environment: Foster a workplace where employees feel respected, valued, and encouraged to share their ideas and opinions. This involves creating a positive and inclusive atmosphere.5. Encourage open communication: Establish open and transparent communication channels that allow employees to voice their concerns, ideas, and suggestions. This helps build trust and fosters a sense of belonging.6. Recognize and reward positive behavior: Recognize and reward employees who exemplify the core values and demonstrate positive behaviors. This reinforces desired behaviors and sets a high standard for the entire organization.7. Address negative behaviors promptly: Address negative behaviors or violations of core values promptly and fairly. This sends a clear message that such behaviors will not be tolerated and maintains the positive company culture.8. Measure and evaluate culture: Regularly measure and evaluate the company culture to assess its effectiveness. Gather feedback from employees and make adjustments as needed to maintain a positive and supportive work environment.By implementing these steps, organizations can foster a positive and effective company culture that drives employee engagement, motivation, and ultimately, business success.中文回答：如何建设公司文化。

ReportIntroductionIn any companies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impact on the development of enterprises. Therefore, enterprises should also take effective measures to maintain the corporate culture.Wegman is a grocery store. He has a strong corporate culture, but also affect their employees follow the Wegman's culture.1. Strong and Weak Culture1.1 Definition of Strong and Weak cultureAn organization must be composed of both a variety of cultural. So we can divide these into strong and weak culture, according to different attributes of cultures. Strong Culture is the key values are strongly held and widely recognized cultural organizations by the public. Strong Culture will restrict a manager's decision-making related to choice of all management functions.It determines what people should do or not do anything. Organizations have strong cultures have a very clear recognition of the value. Strong cultural impact for the employee's behavior, and reduce staff turnover have more direct contact. On the contrary, (Philip Kotler & Gary Armstrong , [M] 2010 ) Weak Culture is the key values that cannot be widely accepted and strongly insist cultural organizations.In a strong culture, the organization's core values are both strongly held and widely shared.The more members who accept the core value and the greater their commitment to those value is, the stronger culture is. Consistent with this definition, a strong culture will have a great influence on the behavior of its employees because the high degree of sharing and intensity creates atmosphere of high behavior control.1.2 The culture of WegmanCharacterize Wegman's culture is a Strong Culture. Strong culture for the greater impact of employee behavior, and reduce staff turnover have a more direct relationship.A special resultof a strong culture should be lower employee turnover. (Robbins, S.P. and Coulter, [M], 2007) A strong culture demonstrates high agreement among members about what the organization standers for. Such unanimity of purpose builds cohesiveness, loyalty and organization commitment. These qualities, in turn, lessen employees’ propensity to leave the organization.In general, grocery stores are not considered as a good place to work. Compared with other professions, Low income is in this profession. The result is an industry that sees high annual turnover rate. Employees at Wegman, however, view working for a grocer a bit differently. Instead of viewing their job as a temporary setback on the way to a more illustrious career, many employees at Wegman view working for the company as their career. This is because there is a strong culture of Wegman; it can cultivate working interest of employees so that employees take pride at work. Employees and the company formed a consistent identity.1.3 How Wegman’s cultural to influence staffWegman want to let the culture which is dynamic, happy, mutual aid, loyalty can affect every employee, and will sustain this culture. Therefore, the Wegman has done a lot●Ingrained managersWegman's culture is ingrained in the senior managers. More than half of these managers start working here since a teenager. Wegman's cultural impact on them is profound. They have been working at Wegman at least two decades; their feelings of Wegman are deep.Their understanding of the company's culture is also very thorough. Thus, these managers leadership employees, they will follow the Wegman's culture, which can cultivate a loyal Wegman's employees. This enables the formation of cultural heritage●Careful selection employeesWegman’s is very carefully in selecting employees. Employees at Wegman are not selected based on the mental ability or experience, but in the interest of the candidates asa judgment standard. Wegman wish to hire employees a real interest in food, they canhelp the company maintain concerned on the delicious food.Such employees are in line with Wegman's own culture, they are also more likely to accept the company's other cultures.●Cautious expansionBecause Wegman’s carefully selects employees. So the growth is often slow and meticulous, with only two new stores opened each year. While this rate of expansion is slow but it can ensure that each store contains a strong culture of WegmanWhen a new store is opened, employees from existing stores are brought into the new store to maintain the culture. The exiting employees are then able to transmit their knowledge and the store’s values to the new employees.2. Wegman's Culture2.1 The primary source of Wegman's cultureThe organization's current customs, tradition, and the general way of doing things are largely due to what it in has done before and degree of success it has had with those endeavors. This leads us to the ultimate source of an organ ization’s culture: its founder.Founders of the organization traditionally have a major impact on the early culture. They have a vision of what the organization should be doing something for future. They do not accept the previous practice or the shackles of ideology. (Li Sufang [J] 2009) A typical feature of the new organization is small size.This is further beneficial that the founder impositions of their own vision on all members. There are three ways to create a cultural.●First: founders hire and keep only employee who think and feel the same way they do.●Second indoctrination and socialize employees to their way of thinking and feeling.●Finally founders’ own behavior acts as a role model that encourage employees to identifywith them and thereby internalize their beliefs, values, and assumption.Wegman's flagship store located in New York, which is the brothers of John and Walter Wegman founded in 1930. Its special feature is a coffee shop that seated in the store can accommodate 300 people. Obviously, founders pay attention to the delicious foods highly.Therefore, they hire people who are really interested in food. This helps to maintain the founders’ ideas focusing on the food, creating the original Wegman's culture.Wegman's development it seems to be successful today. Thus, the founders’ attention to the delicious food becomes seen as a primary determinant of that success. His successor is constantlystrengthened and developed new cultures, such as increased employee benefits. At this point, the founders’ entire personality becomes embedded in the culture of the Wegman.2.2 Sustain own cultureOnce a culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. The selection process, performance evaluation critical, training and development activities, and promotion ensure that those hired fit in with the culture, reward those who support it. (Stephen P. Robbins & Timothy A. Judge [M] 2008) In s ustain Wegman’s cultural process, mainly used two methods:Selection practices, the actions of top management.●Selection practicesThe explicit goal of the selection process is identify and hire individuals who have theknowledge, skills, and abilities to perform the job within the job within the organizationsuccessfully. Wegman is a food store, he hired staff, of course, is interested in food as acondition of selection. This selection criteria and Wegman's culture to maintain have asignificant relationship. In this way, the company in the selection staff process insisted theWegman culture, screening out those who are not interested in food, or threatenWegman's culture.●The actions of top managementThe actions of the top management also have a major impact on the organization’s culture.Top management, through what they say and behavior to establish the role model,penetrating into the organization used to maintain the organization's culture.Wegman'sfirst generation of managers to focus on employee interest in food, so whether intentionalor not employees will pay attention to food’s concerns.Walter's son Robert served asPresident, he believed himself and the employee has not different,Walter's son aspresident, he and the staff do not consider themselves different, so he immediatelyincrease the number of employees generous benefits, such as profit sharing and medicalcoverage completely paid for by the company. Now the Wegman president is Robert's sonDanny. He continued to carry forward the Wegman's traditional of concerning for itsemployees2.3 Another ways to maintain company's culture——SocializationIn addition to selection practices and acting of top management, maintained organization culture approach there are many types. Socialization is an effective method. No matter how good organization does in staff selection and recruitment,new employees cannot fully adapt to the organizational culture.Because they are not familiar with the organization's culture.(Stephen P. Robbins & Timothy Judge [M] 2008) New employees are likely to disturb the concepts and habits that are in placed in organization. Organizations will, therefore, need to help new employees adapt to the organization's culture.The adaptation process is called socializationSocialization can be divided into three stages. Prearrival Stage: Including all learning activities occurred before the new members to participate in Organization. During this phase, we can clearly see each individual's different values and expectations of the company.Encounter Stage: At this stage, new members can see the true character of the organization.New employees may face to disconnected problem between personal expectations and reality.The period is a crucial stage of the process socialization. It is when the organization seeks to mold the outsiders into an employee “in good standing”Metamorphosis Stage: To solve the problem during the collision may last a relatively long period of time. The new employee masters the skills required for the job that successfully performs the new roles, and makes the adjustments to the work group’s values and norms.For example, at Limited Brands, Newly appointed vice president and regional director through One month training program, it called “onboarding”. Purpose is to allow these senior executives integrate into the company's culture. During the month they have to no direct responsibilities for tasks associated with their new positions. Instead, they spend all their work time meeting with other senior leader and mentors working the floors of retail stores, evaluating employee and customer habits, investigating the competition, and studying Limited Brands’past and current operations.3. Learn Culture in Wegman3.1 How to learn Wegman's cultures——StoriesEach company will circulated a number of small stories in companies. They are usually the following aspects: founder experience, cutting workers, increase labor welfare. The purpose of promoted the story is to provide explanation and support for the organization's policy. In Wegman, managers often tell employees to Wegman's founders set up in the store coffee shop, that unique approach to food concern make Wegman stands out in many grocery stores.Wegman use a part-time in the company's 19-year-old college students Sara as an example. He always remembers John Wegman for her help to display shop full of praise. “I love this place” she says. “If teaching does not work, I would do a full-time at Wegman”Wegman’s with specific story shows that working in the Wegman is a matter of pride for the employees.This method is an important reason for the success of Wegman's culture. Reflects, among employees and Wegman, have a strong cohesion. Frequently described such stories, it providea good explanation and channel to understand the Wegman's culture for Wegman's employees,especially new employees.3.2 Another ways t to learn company’s cultureExcept telling stories, Wegman also can transfer their corporate culture to subordinates in many ways. Other effective methods like establishment of a fixed ritual, Creation of material symbol, and using the internal language.●Establishment of a fixed ritualRituals are repetitive sequences of activities that express and reinforce the key values ofthe organization—what goals are most important, which people are important, and whichpeople are expendable. Wegman can create their service standards into the slogan,requiring employees to read out loud every morning, as an incentive way to the employeesto follow corporate culture. Morning, we began to work, reading the slogan can increaseemployees' motivation. for work, can also remind staff to allow employees morememorizing Wegman's culture Through this ceremony, members of the Wegman's closelylinked, and to strengthen the Wegman's culture, among the staff.●Creation of material symbolThe layout of corporate headquarters, the type of automobiles top executives are given,and the presence or absences of corporate aircraft are a few exemplas of material symbol.Wegman can set their own material symbol, such as the size of the office at different levels, various positions of office furniture grade, the additional allowances and clothing to seniormanager. These materials convey to staff such a symbol of information that who isimportant, the degree of what equality by executives expects, and what behavior isappropriate. As Wegman's culture believes that managers and ordinary employees is notmuch difference, they are very concerned about the employees and many generousbenefits to employees.So the material symbol may not be obvious in Wegman.Using the internal languageOrganizations, over time, tend to develop some specific terms, the internal language, todescribe with equipment, office, key personnel, suppliers, customers, which related to theirbusiness. Wegman and departments within the Wegman should create some internallanguage, and use these languages as a way to identify members of Wegman culture orsubculture. In general, Wegman's employees just entered would be confused by thesephrases and jargon, but about six months later, these elements will be turned into part oftheir language. Once employees who mastered this internal language, it formedemployees of the common features with Wegman’s culture.This also conducive to theprotection Wegman’s culture3.3 The most effective way to learnI think the most effective method is to structures and provide a learning platform foremployees. Learning platform refers to that everyone participated equal, interactive communication, and exchange and sharing of learning spaces, learning opportunities and learning tools.The main forms are: network learning, books databases, training, conferences, and study room.The company has a bright and spacious library staff can support all kinds of learning materials and a good learning place; maturing of the internal and external training would provide employees with the opportunity to update professional knowledge; modern networked office conditions can offer employees with more learning opportunities.This able to create a learning environment that can advocate the idea of at work to learn, the learning to work, tocreate a good learning environment and opportunities for the staff. So that learning will becomea culture.4. The Importance of CultureIn order to develop, enterprises must seek more scientific, more systematic and complete management system. Culture provides the necessary organizational structure and management mechanisms. Contemporary companies to maintain steady and continuous development must be develop its own unique corporate culture. Building of enterprise culture has an important role for enterprise development strategies, improve enterprise management.4.1 Promote to improve the core competitivenessCorporate cultures promote to improve the core competitiveness of enterprises. In the widely shared values under the guidance of business practices, employees will have a sense of belonging, mission, and identify with corporate image. (Guo Songyang [J] 2006) Corporate culture is the internal dynamics of enterprise development. This is mainly embodied in the three functions●Cohesion function. It can put people together tightly; make their purpose clear andcoherent.As long as the fundamental goal choosing the right company, we can make the corporate profits of most of the workers unify and form a strong cohesiveness.●Oriented functions. Corporate values and entrepreneurial spirit can put forwardlong-term significance for the company development strategy. Corporate culture is the fundamental basis for the development of competitive strategies and policies in the market competition.●Motivate function. Motivation is a kind of spiritual power and status, which mobilize andstimulate enthusiasm, initiative and creativity of workers.It allows employees to find the goal, and the opportunity to play talent.4.2 To the Besunyoung’s culture as an exampleBesunyoung in the corporate culture, "integrity, pragmatic, innovative" business philosophy is highly respected. Based on this, Besunyoung create a good team, both in market research andplanning or product promotion. Besunyoung have been in this business philosophy, as the cornerstone of development. And created a lot of "Besunyoung" miracle in the domestic field of health tea.（Zhou Yunhe & Luo Wen [J] 2010) Besunyoung raised the requirements of a sense of ownership. It is that to each individual regard company as their own home, to promote the work actively. This concept, not only serve as a cohesiveness, to unite its members, but also play a role in adaptation, for the employees to create a good environment and atmosphere.Attention to personnel training can be said that is the most critical aspect of Besunyoung culture. Besunyoung structures an open platform for their employees’ growth, building a unique culture of Besunyoung. Practice shows that Besunyoung cultural infiltration in the organizational structure, employee behavior, the site is the soul of Besunyoung and lasting power, is also fundamental development.ConclusionSuccessful companies have in common is that they have a unique culture and give full play orientation, cohesion, incentive, such as the dominant company ideology, values, beliefs and so on. Through the corporate culture allows us can find ways to establish and cultivate the character y, innovation, service awareness company desired, to promo te enterprise’s development with healthy and harmonious.References●Guo Songyang [J] 2006. Enterprise Culture How to Realize Effective PerformanceManagement. Economic and Social Development pp.45—46●Li Sufang [J] 2009 Brand Concept and Corporate Culture Is a Manifestation of Soft PowerCorporation Research pp.78—79●Philip Kotler & Gary Armstrong , [M] 2010 Principles of Marketing(Twelfth Edition)●Robbins, S.P. and Coulter, [M], 2007. Management. 8th Ed. Beijing: Tsinghua University Press ●Stephen P. Robbins & Timothy A. Judge [M] 2008 “Organizational behavio r” Tsinghua universitypress,●Zhou Yunhe & Luo Wen [J] 2010 Besunyoung Culture On The Importance Of EnterpriseDevelopment Enterprise and Culture pp 36—39●Hu Yong,[J] 2010 Talking About The Construction of Family Business Culture ApproachBusiness Weekly●Liu Songqi; Yi Qungan [J] 2007 Corporate Culture And Job Satisfaction: The Regulatory RoleOf Personality Peking University (Natural Science)●Cai Xiang; Zhang Guangping; Trisha; [J];2007 Corporate Culture Of Loyalty Of KnowledgeWorkers Influence A Number Of Propositions; Industrial Technology and Economy;●Sun Aiying,[J] ,2006. A Study on the Relationship Between the Discrepancy of CorporateCulture and Portfolio Innovation, Science Research Management., pp15-18.●美文欣赏1、走过春的田野，趟过夏的激流，来到秋天就是安静祥和的世界。

如何建设公司文化的英文作文英文回答：Building a company culture is crucial for the success and sustainability of any organization. It sets the tonefor how employees interact with each other, with customers, and with the overall mission and values of the company. A strong company culture can attract and retain top talent, foster innovation, and create a positive work environment. It's important to establish a clear vision and values that align with the goals of the organization, and then to actively promote and reinforce these principles through various channels.One way to build a strong company culture is through effective communication. This means not only communicating the company's vision and values to employees, but also listening to their feedback and ideas. Open and transparent communication helps create a sense of trust and belonging among employees, and it allows for collaboration andinnovation to flourish. For example, at my previous company, we had regular town hall meetings where the CEO would share updates on the company's performance and strategic direction, and employees were encouraged to ask questions and share their thoughts.Another important aspect of building company culture is recognizing and rewarding employees who embody the values and behaviors that the organization wants to promote. This can be done through formal recognition programs, such as "Employee of the Month" awards, or through more informal means, such as a simple "thank you" or public acknowledgement of a job well done. When employees see that their hard work and dedication are valued and appreciated, they are more likely to feel motivated and engaged in their work.Furthermore, providing opportunities for professional and personal development can contribute to a positive company culture. When employees feel that their growth and well-being are supported by the organization, they are more likely to be loyal and committed. This can include offeringtraining and mentorship programs, as well as promotingwork-life balance and wellness initiatives. For instance, my current company has a "Learning and Development" program that provides employees with access to online courses and workshops to enhance their skills and knowledge.中文回答：建设公司文化对于任何组织的成功和可持续发展至关重要。

如何建设企业文化英语作文Building a Robust Corporate Culture.In today's competitive business landscape, building a robust and distinctive corporate culture has become a pivotal factor in a company's long-term success. A strong corporate culture not only fosters a sense of belonging and unity among employees but also enhances brand value and attracts top talent. Here's a comprehensive guide on how to construct a thriving corporate culture.1. Define Your Core Values.The foundation of any corporate culture lies in its core values. These are the principles and beliefs that guide the organization's decision-making process and shape its overall identity. Identify values that resonate with your organization's mission and vision, such as integrity, innovation, customer-centricity, or teamwork. Communicate these values clearly to employees and ensure they arereflected in all aspects of the organization, from policies to everyday practices.2. Create a Visionary Leadership.Leaders play a crucial role in shaping and maintaining a positive corporate culture. Visionary leaders inspire employees, set clear goals, and create an environment where innovation and risk-taking are encouraged. They lead by example, demonstrating the values and behaviors they expect from their teams. Moreover, they are open.。

如何建设公司文化的英语作文English Response:Building Company Culture.Introduction:Building a strong company culture is crucial for fostering a positive work environment and enhancing employee satisfaction and productivity. It involvesdefining values, beliefs, and behaviors that guide interactions within the organization. Here, I'll delve into strategies for creating an effective company culture.Clear Vision and Values:First and foremost, a company should establish a clear vision and core values. These act as guiding principles for decision-making and behavior. For instance, Google's commitment to innovation and "Don't Be Evil" mantra hasshaped its culture of creativity and ethical conduct.Communication and Transparency:Effective communication is vital for fostering transparency and trust within the organization. Regularteam meetings, open-door policies, and transparent feedback mechanisms encourage dialogue and collaboration. Netflix is renowned for its culture of radical candor, where employees are encouraged to provide honest feedback to peers and superiors.Employee Engagement and Recognition:Employee engagement initiatives such as team-building activities, mentorship programs, and recognition schemesare instrumental in fostering a sense of belonging and motivation. For example, Airbnb's "Core Values Awards" recognize employees who exemplify the company's core values, reinforcing desired behaviors.Work-Life Balance and Well-being:Promoting work-life balance and prioritizing employee well-being demonstrates a commitment to the holistic development of staff. Flexible work arrangements, wellness programs, and mental health support initiatives contribute to a healthier and more productive workforce. Companieslike Patagonia are renowned for their employee-centric policies, including flexible schedules and on-site childcare facilities.Diversity and Inclusion:Creating an inclusive culture that celebrates diversity is imperative for fostering innovation and empathy within the organization. Embracing diverse perspectives and promoting inclusivity in hiring and decision-making processes contribute to a richer and more dynamic workplace culture. Salesforce, for instance, has made significant strides in promoting gender equality through initiatives like the Women's Network and equal pay practices.Continuous Learning and Development:Investing in employee growth and development not only enhances individual skills but also cultivates a culture of continuous learning. Providing opportunities for training, mentorship, and career progression demonstrates a commitment to employee success. Companies like LinkedIn offer extensive learning resources through platforms like LinkedIn Learning, empowering employees to upskill and stay relevant in a fast-paced environment.Conclusion:In conclusion, building a strong company culture requires a concerted effort to align values, foster communication, prioritize employee well-being, promote diversity and inclusion, and invest in continuous learning. By nurturing a positive and supportive work environment, organizations can attract top talent, drive innovation, and achieve long-term success.中文回答：建设公司文化。

如何建设公司文化英语小英语作文Building a Strong Company Culture.A strong company culture is essential for any organization that wants to succeed in today's competitive business environment. It is the foundation upon which all other aspects of the business are built, from employee engagement and productivity to customer satisfaction and profitability.There are many different ways to build a strong company culture, but there are some key elements that are common to all successful organizations. These include:A clear and concise mission statement. This statement should articulate the company's purpose, values, and goals. It should be something that employees can easily understand and relate to, and it should inspire them to do their best work.A set of core values. These values should define the way that the company does business. They should bereflected in everything the company does, from the way it treats its employees to the way it interacts with its customers.A strong leadership team. The leaders of the company play a critical role in shaping the company culture. They must be role models for the employees, and they must be committed to living the company's values.A positive and supportive work environment. Employees need to feel like they are valued and respected. They needto feel like they are part of a team, and they need to feel like they have the opportunity to succeed.A commitment to open communication. Employees need to be able to communicate openly and honestly with their managers and colleagues. They need to feel like they can share their ideas and concerns without fear of retaliation.Building a strong company culture takes time and effort,but it is worth it in the long run. A strong companyculture can help to attract and retain top talent, increase employee engagement and productivity, improve customer satisfaction, and boost profitability.Here are some specific steps that you can take to start building a strong company culture:Start by defining your company's mission, values, and goals. This is the foundation upon which everything else will be built.Communicate your mission, values, and goals to your employees. Make sure that everyone in the company understands what the company stands for and what it is trying to achieve.Lead by example. The leaders of the company must be role models for the employees. They must live the company's values and be committed to creating a positive and supportive work environment.Create opportunities for employees to interact with each other. This can be done through team-building activities, social events, and other activities that helpto build relationships between employees.Encourage employees to share their ideas and concerns. Create a culture where employees feel comfortable speaking up and sharing their thoughts.Recognize and reward employees for their contributions. When employees feel appreciated, they are more likely to be engaged and productive.Building a strong company culture is an ongoing process. It takes time and effort, but it is worth it in the long run. A strong company culture can help to create a successful and thriving organization.。

企业文化建设英文集团文件发布号：（9816-UATWW-MWUB-WUNN-INNUL-DQQTY-R e p o r t IntroductionIn any companies has its own culture. Some culture is strong, others culture is weak. No matter the culture is strong or weak that will impact on the development of enterprises. Therefore, enterprises should also take effective measures to maintain the corporate culture. Wegman is a grocery store. He has a strong corporate culture, but also affect their employees follow the Wegman's culture.1.Strong and Weak Culture1.1Definition of Strong and Weak cultureAn organization must be composed of both a variety of cultural. So we can divide these into strong and weak culture, according to different attributes of cultures. Strong Culture is the key values are strongly held and widely recognized cultural organizations by the public. Strong Culture will restrict a manager's decision-making related to choice of all management functions. It determines what people should do or not do anything. Organizations have strong cultures have a very clear recognition of the value.Strong cultural impact for the employee's behavior, and reduce staff turnover have more direct contact. On the contrary, (Philip Kotler & Gary Armstrong , [M] 2010 ) Weak Culture is the keyvalues that cannot be widely accepted and strongly insist cultural organizations.In a strong culture, the organization's core values are both strongly held and widely shared. The more members who accept the core value and the greater their commitment to those value is, the stronger culture is. Consistent with this definition, a strong culture will have a great influence on the behavior of its employees because the high degree of sharing and intensity creates atmosphere of high behavior control.1.2The culture of WegmanCharacterize Wegman's culture is a Strong Culture. Strong culture for the greater impact of employee behavior, and reduce staff turnover have a more direct relationship. A special result of a strong culture should be lower employee turnover. (Robbins, . and Coulter, [M], 2007) A strong culture demonstrates high agreement among members about what the organization standers for. Such unanimity of purpose builds cohesiveness, loyalty and organization commitment. These qualities, in turn, lessen employees’ propensity to leave the organization.In general, grocery stores are not considered as a good place to work. Compared with other professions, Low income is in this profession. The result is an industry that sees high annualturnover rate. Employees at Wegman, however, view working for a grocer a bit differently. Instead of viewing their job as a temporary setback on the way to a more illustrious career, many employees at Wegman view working for the company as their career.This is because there is a strong culture of Wegman; it can cultivate working interest of employees so that employees take pride at work. Employees and the company formed a consistent identity.1.3 How Wegman’s cultural to influence staffWegman want to let the culture which is dynamic, happy, mutual aid, loyalty can affect every employee, and will sustain this culture.Therefore, the Wegman has done a lotIngrained managersWegman's culture is ingrained in the senior managers. More than half of these managers start working here since a teenager.Wegman's cultural impact on them is profound. They have been working at Wegman at least two decades; their feelings of Wegman are deep. Their understanding of the company's culture is also very thorough. Thus, these managers leadership employees, they will follow the Wegman's culture, which can cultivate a loyal Wegman's employees. This enables the formation of cultural heritageCareful selection employeesWegman’s is very carefully in selecting employees. Employees at Wegman are not selected based on the mental ability or experience, but in the interest of the candidates as a judgment standard. Wegman wish to hire employees a real interest in food, they can help the company maintain concerned on the delicious food. Such employees are in line with Wegman's own culture, they are also more likely to accept the company's other cultures.Cautious expansionBecause Wegman’s carefully selects employees. So the growth is often slow and meticulous, with only two new stores opened each year. While this rate of expansion is slow but it can ensure that each store contains a strong culture of WegmanWhen a new store is opened, employees from existing stores are brought into the new store to maintain the culture. The exiting employees are then able to transmit their knowledge and the store’s values to the new employees.2.Wegman's Culture2.1The primary source of Wegman's cultureThe organization's current customs, tradition, and the general way of doing things are largely due to what it in has done before and degree of success it has had with those endeavors. This leads us tothe ultimate source of an organization’s culture: its founder.Founders of the organization traditionally have a major impact on the early culture. They have a vision of what the organization should be doing something for future. They do not accept the previous practice or the shackles of ideology. (Li Sufang [J] 2009) A typical feature of the new organization is small size. This is further beneficial that the founder impositions of their own vision on all members. There are three ways to create a cultural.First: founders hire and keep only employee who think and feel the same way they do.Second indoctrination and socialize employees to their way of thinking and feeling.Finally founders’own behavior acts as a role model that encourage employees to identify with them and thereby internalize their beliefs, values, and assumption.Wegman's flagship store located in New York, which is the brothers of John and Walter Wegman founded in 1930. Its special feature is a coffee shop that seated in the store can accommodate 300 people. Obviously, founders pay attention to the delicious foods highly. Therefore, they hire people who are really interested in food. This helps to maintain the founders’ideas focusing on the food, creating the original Wegman's culture. Wegman'sdevelopment it seems to be successful today. Thus, the founders’attention to the delicious food becomes seen as a primary determinant of that success. His successor is constantly strengthened and developed new cultures, such as increased employee benefits. At this point, the founders’ entire personality becomes embedded in the culture of the Wegman.2.2Sustain own cultureOnce a culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. The selection process, performance evaluation critical, training and development activities, and promotion ensure that those hired fit in with the culture, reward those who support it. (Stephen P. Robbins & Timothy A. Judge [M] 2008) In sustain Wegman’s cultural process, mainly used two methods: Selection practices, the actions of top management.Selection practicesThe explicit goal of the selection process is identify and hire individuals who have the knowledge, skills, and abilities to perform the job within the job within the organization successfully. Wegman is a food store, he hired staff, of course, is interested in food as a condition of selection. This selection criteria and Wegman's culture to maintain have asignificant relationship. In this way, the company in the selection staff process insisted the Wegman culture, screening out those who are not interested in food, or threaten Wegman's culture.The actions of top managementThe actions of the top management also have a major impact on the organization’s culture. Top management, through what they say and behavior to establish the role model, penetrating into the organization used to maintain the organization's culture.Wegman's first generation of managers to focus on employee interest in food, so whether intentional or not employees will pay attention to food’s concerns. Walter's son Robert served as President, he believed himself and the employee has not different, Walter's son as president, he and the staff do not consider themselves different, so he immediately increase the number of employees generous benefits, such as profit sharing and medical coverage completely paid for by the company. Now the Wegman president is Robert's son Danny. He continued to carry forward the Wegman's traditional of concerning for its employees 2.3Another ways to maintain company's culture——SocializationIn addition to selection practices and acting of top management, maintained organization culture approach there are many types.Socialization is an effective method. No matter how good organization does in staff selection and recruitment, new employees cannot fully adapt to the organizational culture. Because they are not familiar with the organization's culture. (Stephen P. Robbins & Timothy Judge [M] 2008) New employees are likely to disturb the concepts and habits that are in placed in organization. Organizations will, therefore, need to help new employees adapt to the organization's culture. The adaptation process is called socializationSocialization can be divided into three stages. Prearrival Stage: Including all learning activities occurred before the new members to participate in Organization. During this phase, we can clearly see each individual's different values and expectations of the company. Encounter Stage: At this stage, new members can see the true character of the organization. New employees may face to disconnected problem between personal expectations and reality. The period is a crucial stage of the process socialization. It is when the organization seeks to mold the outsiders into an employee “in good standing”Metamorphosis Stage: To solve the problem during the collision may last a relatively long period of time. The new employee masters the skills required for the job thatsuccessfully performs the new roles, and makes the adjustments to the work group’s values and norms.For example, at Limited Brands, Newly appointed vice president and regional director through One month training program, itcalled “onboarding”. Purpose is to allow these senior executives integrate into the company's culture. During the month they haveto no direct responsibilities for tasks associated with their new positions. Instead, they spend all their work time meeting withother senior leader and mentors working the floors of retailstores, evaluating employee and customer habits, investigating the competition, and studying Limited Brands’ past and currentoperations.3.Learn Culture in Wegman3.1How to learn Wegman's cultures——StoriesEach company will circulated a number of small stories in companies.They are usually the following aspects: founder experience, cutting workers, increase labor welfare. The purpose of promoted the story is to provide explanation and support for the organization's policy.In Wegman, managers often tell employees to Wegman's founders set up in the store coffee shop, that unique approach to food concern make Wegman stands out in many grocery stores.Wegman use a part-time in the company's 19-year-old collegestudents Sara as an example. He always remembers John Wegman for her help to display shop full of praise. “I love this place” she says. “If teaching does not work, I would do a full-time at Weg man”Wegman’s with specific story shows that working in the Wegman is a matter of pride for the employees. This method is an important reason for the success of Wegman's culture. Reflects, among employees and Wegman, have a strong cohesion. Frequently described such stories, it provide a good explanation and channel to understand the Wegman's culture for Wegman's employees, especially new employees.3.2Another ways t to learn company’s cultureExcept telling stories, Wegman also can transfer their corporate culture to subordinates in many ways. Other effective methods like establishment of a fixed ritual, Creation of material symbol, and using the internal language.Establishment of a fixed ritualRituals are repetitive sequences of activities that express and reinforce the key values of the organization—what goals are most important, which people are important, and which people are expendable. Wegman can create their service standards into the slogan, requiring employees to read out loud every morning, as an incentive way to the employees to follow corporate culture.Morning, we began to work, reading the slogan can increase employees' motivation. for work, can also remind staff to allow employees more memorizing Wegman's culture Through this ceremony, members of the Wegman's closely linked, and to strengthen the Wegman's culture, among the staff.Creation of material symbolThe layout of corporate headquarters, the type of automobiles top executives are given, and the presence or absences of corporate aircraft are a few exemplas of material symbol. Wegman can set their own material symbol, such as the size of the office at different levels, various positions of office furniture grade, the additional allowances and clothing to senior manager. These materials convey to staff such a symbol of information that who is important, the degree of what equality by executives expects, and what behavior is appropriate. As Wegman's culture believes that managers and ordinary employees is not much difference, they are very concerned about the employees and many generous benefits to employees. So the material symbol may not be obvious in Wegman.Using the internal languageOrganizations, over time, tend to develop some specific terms, the internal language, to describe with equipment, office, keypersonnel, suppliers, customers, which related to their business.Wegman and departments within the Wegman should create someinternal language, and use these languages as a way to identifymembers of Wegman culture or subculture. In general, Wegman'semployees just entered would be confused by these phrases andjargon, but about six months later, these elements will beturned into part of their language. Once employees who masteredthis internal language, it formed employees of the commonfeatures with Wegman’s culture. This also conducive to theprotection Wegman’s culture3.3The most effective way to learnI think the most effective method is to structures and provide alearning platform for employees. Learning platform refers to that everyone participated equal, interactive communication, and exchange and sharing of learning spaces, learning opportunities and learning tools.The main forms are: network learning, books databases, training, conferences, and study room. The company has a bright and spacious library staff can support all kinds of learning materials and a good learning place; maturing of the internal and external training would provide employees with the opportunity to update professional knowledge; modern networked office conditions can offer employeeswith more learning opportunities. This able to create a learning environment that can advocate the idea of at work to learn, the learning to work, to create a good learning environment and opportunities for the staff. So that learning will become a culture.4.The Importance of CultureIn order to develop, enterprises must seek more scientific, more systematic and complete management system. Culture provides the necessary organizational structure and management mechanisms.Contemporary companies to maintain steady and continuous development must be develop its own unique corporate culture.Building of enterprise culture has an important role for enterprise development strategies, improve enterprise management.4.1Promote to improve the core competitivenessCorporate cultures promote to improve the core competitiveness of enterprises. In the widely shared values under the guidance of business practices, employees will have a sense of belonging, mission, and identify with corporate image. (Guo Songyang [J] 2006) Corporate culture is the internal dynamics of enterprise development. This is mainly embodied in the three functions Cohesion function. It can put people together tightly; make their purpose clear and coherent. As long as the fundamental goal choosing the right company, we can make the corporateprofits of most of the workers unify and form a strong cohesiveness.Oriented functions. Corporate values and entrepreneurial spirit can put forward long-term significance for the company development strategy. Corporate culture is the fundamental basis for the development of competitive strategies and policies in the market competition.Motivate function. Motivation is a kind of spiritual power and status, which mobilize and stimulate enthusiasm, initiative and creativity of workers. It allows employees to find the goal, and the opportunity to play talent.4.2To the Besunyoung’s culture as an exampleBesunyoung in the corporate culture, "integrity, pragmatic, innovative" business philosophy is highly respected. Based on this, Besunyoung create a good team, both in market research and planning or product promotion. Besunyoung have been in this business philosophy, as the cornerstone of development. And created a lot of "Besunyoung" miracle in the domestic field of health tea.（Zhou Yunhe & Luo Wen [J] 2010) Besunyoung raised the requirements of a sense of ownership. It is that to each individual regard company as their own home, to promote the work actively. This concept, not only serve as a cohesiveness, to unite its members, but also play arole in adaptation, for the employees to create a good environment and atmosphere. Attention to personnel training can be said that is the most critical aspect of Besunyoung culture. Besunyoung structures an open platform for their employees’ growth, buildinga unique culture of Besunyoung. Practice shows that Besunyoungcultural infiltration in the organizational structure, employee behavior, the site is the soul of Besunyoung and lasting power, is also fundamental development.ConclusionSuccessful companies have in common is that they have a unique culture and give full play orientation, cohesion, incentive, such as the dominant company ideology, values, beliefs and so on.Through the corporate culture allows us can find ways to establish and cultivate the character y, innovation, service awareness company desired, to promote enterprise’s development with healthy and harmonious.ReferencesGuo Songyang [J] 2006. Enterprise Culture How to Realize Effective Performance Management. Economic and Social Development —46Li Sufang [J] 2009 Brand Concept and Corporate Culture Is a Manifestation of Soft Power Corporation Research—79Philip Kotler & Gary Armstrong , [M] 2010 Principles ofMarketing(Twelfth Edition)Robbins, . and Coulter, [M], 2007. Management. 8th Ed. Beijing: Tsinghua University PressStephen P. Robbins & Timothy A. Judge [M] 2008 “Organizational behavio r” Tsinghua university press,Zhou Yunhe & Luo Wen [J] 2010 Besunyoung Culture On The Importance Of Enterprise Development Enterprise and Culture pp 36—39Hu Yong,[J] 2010 Talking About The Construction of Family Business Culture Approach Business WeeklyLiu Songqi; Yi Qungan [J] 2007 Corporate Culture And Job Satisfaction: The Regulatory Role Of Personality Peking University (Natural Science)Cai Xiang; Zhang Guangping; Trisha; [J]; 2007 Corporate Culture Of Loyalty Of Knowledge Workers Influence A Number Of Propositions; Industrial Technology and Economy;Sun Aiying,[J] ,2006. A Study on the Relationship Between the Discrepancy of Corporate Culture and Portfolio Innovation, Science Research Management., pp15-18.。

企业文化建设英语Corporate Culture BuildingCorporate culture refers to the shared values, beliefs, and practices that shape the behavior and mindset of employees within an organization. Building a strong corporate culture is essential for ensuring employee engagement, productivity, and overall organizational success. Here are some key steps to consider when it comes to corporate culture building:1. Define Core Values: Clearly define the core values that represent the organization's identity and desired culture. These values should align with the mission and vision of the company.2. Lead by Example: Leaders and top executives need to act as role models in embodying the desired corporate culture. Their behavior and actions should reflect the core values of the organization.3. Establish Communication Channels: Promote open and transparent communication within the company. This can be done through regular team meetings, town halls, and feedback sessions. Encourage employees to share their ideas, concerns, and suggestions.4. Encourage Collaboration and Teamwork: Foster a sense of teamwork and collaboration among employees. Encourage cross-functional projects, team-building activities, and shared goals to build trust and camaraderie.5. Recognize and Reward Excellence: Establish a system forrecognizing and rewarding employees who demonstrate the desired behaviors and contribute to the company's culture. This could include awards, bonuses, or career development opportunities.6. Provide Continuous Learning and Development: Invest in ongoing training and development programs to upskill employees and enhance their capabilities. This helps foster a learning culture and demonstrates the organization's commitment to employee growth.7. Promote Work-Life Balance: Encourage work-life balance by offering flexible work arrangements, promoting wellness initiatives, and supporting employees' personal needs and priorities.8. Embrace Diversity and Inclusion: Value diversity and inclusivity by promoting a culture that respects and appreciates differences. Foster an environment where diverse perspectives and ideas are welcomed and celebrated.9. Evaluate and Evolve: Regularly evaluate the effectiveness of the corporate culture-building efforts and make adjustments as needed. Seek feedback from employees, measure key performance indicators, and make necessary improvements.Building a strong corporate culture requires time, effort, and commitment from all levels of the organization. By investing in cultural development, companies can create a positive and engaging work environment that attracts top talent and drives long-term success.。

警句20条：（1）关心我们的工厂，就是关心我们自己。

Caring about our factory is caring about ourselves.（2）团队精神是完成工作的基础。

Teamwork is the basis of work.（3）产品就是人品，诚信铸就未来。

Product represents the character, integrity creates the future.（4）不为失败找借口，只为成功找方法。

No excuse for failure, but the solution for success.（5）生产任务要完成，安全事故要杜绝。

Completing production tasks with eliminating incidents.（6）每一天都是安全日，每一名员工都是安全员。

Every day is safety day, every employee is safety supervisor.（7）从我做起，保证品质。

Start from me to ensure quality.（8）下道工序就是客户。

The next process is for customer.（9）控制每一道工序，做好每一件产品。

Control each process, and ensure each product well done.（10）5S不只是口号，更需要全员实践。

5S is not only a slogan, but also needs to fully practice.（11）把握安全，拥有明天。

Hold safety, hold tomorrow.（12）每个问题都是一个金矿或宝藏。

Each problem is a gold mine or treasure.（13）创造最大价值回报社会。

Create the greatest value to return to society.（14）零缺陷的产品源于细节。

企业文化建设的英语Building a strong company culture is essential for the long-term success of any business. It helps to create a shared sense of purpose and pride among employees, which can increase productivity, attract top talent, and improve customer satisfaction. A successful company culture is built on a foundation of core values that guide the behavior and decision-making of everyone in the organization. These values should be clearly communicated and consistently applied across all levels of the company. Additionally, creating a positive work environment that fosters open communication, teamwork, and employee development is crucial. This can be achieved through initiatives such as regular team-building activities, mentorship programs, and opportunities for professional growth and training. In order to maintain a strong company culture, it is important to regularly monitor and assess the effectiveness of initiatives and programs, and make adjustments as necessary. Overall, investing in company culture can have a significant impact on the success and longevity of a business.企业文化建设对于任何企业的长期成功来说都是至关重要的。

企业文化建设方案英语作文In the realm of business, a strong corporate culture is often the cornerstone of a successful and thriving organization. It is the intangible essence that shapes the identity of a company and influences the behavior and attitudes of its employees. Here is a strategic approach to building a robust corporate culture in an English composition format.Introduction:The essence of a company is not only found in its products or services but also in the culture it fosters. A well-defined corporate culture can enhance productivity, improve employee satisfaction, and create a brand that resonates with customers. This essay will outline a comprehensive plan for building a strong corporate culture.Step 1: Define Core Values and MissionThe first step in building a corporate culture is toestablish a clear set of core values and a mission statement. These should reflect the company's vision and what it stands for. They will serve as the guiding principles for all business decisions and employee behavior.Step 2: Leadership CommitmentLeaders must be the champions of the corporate culture. Their actions should align with the stated values. Leadership should actively demonstrate commitment to the culture through consistent messaging and role modeling.Step 3: Employee EngagementInvolve employees in the process of shaping the culture. This can be done through surveys, focus groups, and town hall meetings. When employees feel they have a stake in the culture, they are more likely to embrace and uphold it.Step 4: Training and OnboardingIntegrate the corporate culture into the training and onboarding process. New hires should be introduced to the company's values and culture from their first day. Ongoing training should reinforce these principles.Step 5: Recognition and Reward SystemsImplement recognition and reward systems that reinforce the desired behaviors. Rewarding employees who exemplify the company's values can motivate others to follow suit.Step 6: CommunicationMaintain open lines of communication. Regularly share updates on company initiatives, celebrate successes, and discuss challenges. This helps to create a sense of community and belonging among employees.Step 7: Continuous ImprovementCorporate culture is not a static entity; it should evolve with the company. Regularly review and assess the culture to ensure it remains relevant and effective. Solicit feedback from employees and be willing to make adjustments as needed.Conclusion:Building a strong corporate culture requires a deliberate and ongoing effort. It starts with a clear definition of values and mission, is led by committed leadership, and is nurtured through employee engagement, training, recognition, communication, and continuous improvement. A strong cultureis the heartbeat of a company, driving its success andsetting it apart in the marketplace.Reflection:Reflect on the steps outlined and consider how they might be implemented in a real-world scenario. Think about the challenges that might arise and how they could be addressed.A strong corporate culture is a journey, not a destination, and it requires the collective effort of every member of the organization.。

企业文化建设外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Enterprise culture:necessary in promoting enterpriseSteven CarterThe paper investigates the effects of the Zimbabwean national culture on enterprise development. In-depth interviews were carried out with fifteen entrepreneurs and seven members of the community whose role was to support entrepreneurs. It was established that the national culture impeded enterprise development and the factors identified are: bad debt culture, let's-pull-him-downsyndrome, dependency syndrome, high living, and absence of role models, refusal to accept entrepreneurship, employing relatives and poor quality goods and services. To promote enterprise development, countries need to identify factors that make up the national culture. The paper also identifies the desired enterprise culture.INTRODUCTIONEarlier research on enterprise development mainly focused on the personal characteristics/traits of the individual, such as the need for achievement, locus of control, the ability to take risk, etc (McClelland, 1962; McClelland and Winter, 1969; Bellu, 1988; Rotter, 1966). Curran (1994) argued that traits alone were inadequate to explain entrepreneurship, and some found no direct link between traits and entrepreneurial behaviour (Bird, 1988; Guth, 2001). Hence, further research moved on to considering the environmental factors (political, cultural, economic, regulations and policies) that affect enterprise development. It was argued that countries desiring to promote enterprise development need to address these environmental factors (Telantino, 1995; UNCTAD, 1995; Gnyawaii, 1994; Bird, 1989; Chell, 1985; Vaselainen, 1999).Enterprise development has been viewed as a means of reducing unemployment, easing other social problems and as the best way of creating wealth in a country (Nolan, 2003; Storey, 2000). As a result of the above reasons, both developing and developed countries have embraced enterprise development.Like many other countries, Zimbabwe has run enterprise development programmes, created and adopted policies aimed at creating a conducive environment for enterprise development. Unfortunately, the efforts to promote enterprise development in Zimbabwe have not been successful(Mlambo, 2000; UNDP, 2000).The paper explores the factors that make up the Zimbabwean national culture relating to enterprise development. It also establishes the effects that these factors have had on enterprise development.LITERATURE REVIEWCulture is defined as a set of historically evolved, learned values, attitudes and meanings shared by the members of a given community, that inlluence their material and non-material way of life (Tayeb, 1988). These evolve through different stages of socialisation, through institutions like family, religion, formal education etc. It was further asserted that different cultures influence enterprise development differently (Hofstede, 1991). Furthermore, others believe that the national culture should be included when discussing enterprise development of the country (Wortzel, 1997; Morrison,2000). For example, it was believed that enterprise development success in USA was as a result of its culture that promotes individualism (De Pillis eta/, 1998; Wong, 2001), while failure of enterprise development in Ireland was as a result ofa culture that promotes conformity to the status quo (DePillis, 1998). In India, enterprise development encountered problems due to a culture that promoted spiritual harmony and acceptance of destiny (Dana, 2000). Similarly, entrepreneurship has not succeeded in countries where it has a bad image, where entrepreneurs are viewed as greedy, unkind, thieves, exploiters of people etc (Joyant and Warner, 1996; Morrison, 2000; Bateman, 1997). On the other hand, entenrise development succeeds in a nation that embraces it, where it is viewed as a noble way of life and especially where failure is not demonised by the society (Morrison, 2000; Wong 2001; De Pillis, 1998; Nolan, 2003). Enterprise success has also been recorded in countries where there are role models who would inspire others (De Pillis, 1998). Role models can even be members of one's immediate or extended family (Gibb, 1996). Therefore, countries can attempt to promote enterprise development by accepting and elevating the societal rolemodels and raising the practical support given to entrepreneurs (Raynolds, 1991; Specht, 1993).Entrepreneurs who enjoy 'high-living' at the expense of their enterprises have difficulties in succeeding (Spring, 1998). In both developed and developing countries, some graduates dislike being associated with working for Small to Medium Enterprises (SMEs) and self-employment. This makes it difficult for some countries to promote enterprise as it is not accepted by the very people who have the best capacity to succeed as business people and Morrison (2000) argues that formal education system is to be blamed for producing conformists and not entrepreneurs. To address this, Stevenson (1996) argues that entrepreneurship should be taught from a young age, in schools and colleges.Meyanathan (1994) demonstrated the difficulties in promoting enterprise in a country that favours a certain group of people over others; because the ones favoured will develop a sense of entitlement, whilst the neglected resent the entire system.Literature researched has discussed different aspects of culture that have affected enterprise development, but there has not been a comprehensive catalogue of these factors that make up a national culture relating to enterprise development. Hence, this paper explores the factors that make up the national culture, and, in particular, those relating to enterprise development in Zimbabwe.RESEARCH METHODThe paper seeks to explore and explain the cultural factors that have negatively affected enterprise development in Zimbabwe. There is need to answer the questions, what are the national cultural factors that have affected enterprise development in Zimbabwe, how have they affected it and why? Hence, an interpretive approach was adopted (Carson, 2001). Within interpretivism, a qualitative research approach was used. This approach allows the inclusion of tacit knowledge and experience of the researcher throughout the research process. Based on the qualitative research method,non-probabilistic (purposeful) sampling was carried out, where the respondents pointed the researcher to the next respondent (Remenyi, 2001).This is called snowballing.The sample was made up of twenty-two respondents (elites). All respondents were 'elites' chosen for their expert knowledge (Remenyi,1998; Lincoln and Guba, 1990) of enterprise development in Zimbabwe.Among them were fifteen entrepreneurs and seven respondents whose occupations or activities supported entrepreneurs. The purpose for sampling the other seven'elites' was triangulation (Remenyi, 1998;Lincoln and Guba 1990; Carson 2001). There was needed to get a different view from that of entrepreneurs, that is, those who supported the work of entrepreneurs (from financial organisations, development and training organisations and the government). These respondents had supported entrepreneurs through financing, training etc. for at least six years. All entrepreneurs interviewed were business people who had started and managed their enterprises for more than six years.Consistent with this research approach, face-to-face in-depth interviews were carried out using an interview guide. The interview guide was based on the themes that had been obtained from literature and needed further exploration. Respondents were asked to identify and discuss all factors they believed had negatively affected enterprise development in Zimbabwe.The collected data was analysed using the thematic analysis, as described by Miles and Huberman (1994), and Wengraf (2001). The research was conducted in two phases. The initial phase culminated in establishing a list of cultural factors that have affected enterprise development. After the first round ofinterviews with the 22 respondents, their responses were analysed. The results were then subjected to further scrutiny by nine respondents who had taken part in the first round of interviews, and who were hence familiar with this research and considered able to provide the sound scrutiny. Furthermore, a programme that was established to promote enterprise development was also evaluated as a way of triangulation. It was a way to find if there was any convergence on the cultural factors mentioned by the entrepreneurs as having negatively affected enterprise development and those that had affected the programme. Therefore, the second round ofinterviews and an evaluation of the enterprise developing programme were to provide further verification, a way of improvingtrustworthiness and rigour.The research methodology adopted allows the researcher to use tacit knowledge and experience throughout the process; hence there will be instances (in presenting the findings) where some assertions are not sourced,but are attributed to the researchers' knowledge and experience of Zimbabwe.Consistent with the research method, in presenting findings of this research, a summary of the respondents' views is provided and to emphasise this position some quotations are included in the text and a sample of others can be found in.One respondent said: remember, our culture does not necessarily promote people who succeed. Success is not very much part of our culture.From the respondents' point of view, one of the reasons why enterprise development did not flourish in Zimbabwe was its national culture.The factors that make up the Zimbabwean national culture and have negatively affected enterprise development are: bad-debt culture, absence of role models, let's pull-him-down syndrome, dependency syndrome, poor quality goods and service delivery, refusing to accept entrepreneurship as a way of life, employing relatives (kith and kin) and high living.The above factors will now be elaboratedBad-debt CultureOne entrepreneur said: people do not payback because there is bad debt culture; it is bad debt culture, which we need to jight. United Merchant Bank (UMB) went under, it went down because people were not paying back, though the owner had wanted to help fellow indigenous people.Although some respondents held this view, it should be noted that non-payment was not the only reason why UMB went into liquidation.UMB was established at the height ofindigenisation and by an indigenous entrepreneur. UMB considered itself a champion ofindigenisation and accused the traditional multinational banks of failing to support indigenous entrepreneurs. On a weekly basis, this bank advertised in the national press, the need to indigenise and made the accusations mentioned above.According to UMB, the traditional banks' lending conditions were too strict and their demands could not be easily met by most indigenous entrepreneurs; for example,collateral and own contribution. Consequently,UMB urged them to follow its example of relaxing the borrowing requirements, where collateral was less emphasised than other aspects likeproject viability and management. As a result, good project proposals (on paper) were produced, received funding; unfortunately, money was not paid back and without collateral the bank could not recover its debts and it went into liquidation. As a result, depositors' funds were lost. In short,UMB did not follow prudent lending practice; hence, it is as much to blame as the borrowers who failed to pay back. UMB failed to take into cognisance the bad-debt cultural dimension among its borrowers.Enterprise Culture: Necessary In Promoting EnterpriseThere has been ample evidence to support this assertion. The research established that in 1992, the government made available Z$100 million to support indigenous businesses and the default rate for this money was about twenty eight percent (28%). In 1994, the government provided $400 million for indigenous enterprises and the default rate for this facility was about thirty two percent (32%). In 1997, the World Bank and the government made another 2$700 million available and the default rate was about thirty one percent (31%). In 2000, the government availed 2$4 billion as a revolving fund for enterprise development and by 2002 0nly $2billion could be revolved, the rest was lost to bad debtors. There are other examples, where certain individuals have borrowed from banks and not paid back. For example, Mr. Sibanda (not his real name) who is now a well known property mogul in Zimbabwe; has borrowed huge amounts from different banks to buy several companies (one company was a shoe making company, another manufacturing conglomerate, bought shares in a cement making company and others) and has been a bad debtor. Through his property developing company, he developed properties using borrowed money from a building society and did not pay back. The building society later on went into financial difficulties (not necessarily because of him alone) and had to be rescued by the Central Bank.The aspect of bad debt culture relates to the fact that entrepreneurs likeborrowing, but not paying back what they borrow. It was established that those who lend to the entrepreneurs face major challenges in collecting their debts from the borrowers. Respondents believed that many entrepreneurs are under the impression that one can borrow but not necessarily need to pay back. As a result of this culture and resultant behaviour, some programmes (including donor money mentioned above) that lent money to SMEs have had high default rates.Date Source: Steven Carter.Enterprise culture:necessary in promoting enterprise;less- ons from enterprise development in Zimbabwe[J]. Journal of Enterpring Culture,2006 (3):P177-198译文：企业文化：促进企业的必备要素史蒂文·卡特本论文研究的是津巴布韦国家文化对企业发展方面的影响。

企业文化建设英文版1. IntroductionCorporate culture is a crucial aspect that defines the identity and success of an organization. It encapsulates the values, beliefs, and practices of an enterprise thatultimately shape its behavior, performance, and reputation. A strong corporate culture contributes to employee engagement, satisfaction, and retention while fostering a positiveworking environment. This article will explore the importance of corporate culture, key elements, and strategies to build and sustain it for long-term growth and success.2. Importance of Corporate CultureThe significance of corporate culture lies in its ability to differentiate an enterprise from its competitors. It isthe unique set of values and beliefs that driveorganizational behavior, decision-making, and actions. A positive corporate culture can enhance employee collaboration, loyalty, and productivity while promoting a positiveperception among customers, stakeholders, and investors.Moreover, corporate culture plays a pivotal role in attracting and retaining quality talent. A company with apositive work environment and supportive culture is likely to attract top performers who prefer an organization that aligns with their values and goals. Additionally, a robust corporate culture resonates with customers and enhances brand reputation, inviting more business opportunities and growth.3. Key Elements of Corporate CultureEffective corporate culture is built on a foundation of key elements that embody the values, vision, and mission of an organization. These elements include:3.1. LeadershipLeadership is critical to establishing the tone and direction of corporate culture. Leaders should lead by example, communicate vision, and reinforce values through their actions and behavior.3.2. ValuesCorporate culture is built on a set of shared values that reflect the core beliefs and principles of an organization. These values drive behavior, actions, and decisions and are essential in creating a positive work environment.3.3. CommunicationEffective communication is crucial to maintain transparency, clarity, and teamwork within an organization.It fosters a collaborative atmosphere and promotes a sense of ownership and involvement among employees.3.4. Recognition and RewardsRecognizing and rewarding employees for their accomplishments and contributions reinforces positive behavior and motivates them to perform at their best.4. Strategies for Building Corporate CultureBuilding a positive corporate culture requires astrategic approach that involves the active participation and support of employees at all levels of the organization.4.1. Define Company ValuesThe first step in building an effective corporate culture is to define company values that align with the mission and vision of the organization. The values should be communicated clearly and consistently to every employee.4.2. Hire for Cultural FitHiring employees that fit the values and culture of the organization is essential. Cultural fit enhances employee engagement, performance, and longevity in the organization.4.3. Encourage CollaborationEncouraging collaboration among employees fosters teamwork, enhances creativity, and promotes a supportive working environment. It also helps to build social bonds that strengthen relationships among employees.4.4. Support a Work-Life BalanceSupporting a work-life balance improves employee satisfaction, reduces stress, and promotes overall well-being. It also enhances employee loyalty and retention.5. ConclusionCorporate culture is a critical determinant of an organization's success, and it requires active participation and support from all levels of the organization. A positive corporate culture enhances employee engagement, loyalty, and productivity while promoting a positive brand image. Building a strong culture requires defining shared values, encouraging collaboration, supporting a work-life balance, and rewarding employees for their contributions. With a committed effortfrom the leadership team and employees, a positive corporate culture can lead to sustainable growth and long-term success.。

关于如何建设公司文化的英语作文English: Building a strong company culture is essential for fostering a positive work environment and enhancing employee engagement. To establish a solid company culture, it is important to first define the core values and beliefs that guide the organization. This can be achieved through involving employees in the process, seeking their input and feedback on what they believe should be the driving principles of the company. Additionally, creating open lines of communication and transparency within the organization can help reinforce these values and ensure that they are upheld by all team members. Providing opportunities for professional development and recognition of employee achievements can also contribute to a positive company culture, as it demonstrates that the organization values and invests in its employees. Lastly, leading by example and embodying the company values as a leader can inspire and motivate employees to align themselves with the company culture.Translated content: 建立一个强大的公司文化对于促进积极的工作环境和提升员工参与至关重要。

关于如何建设公司文化的英语作文Building an Awesome Company CultureHi there! My name is Jamie and I'm going to tell you all about how to make a really cool company culture. A company culture is kind of like the personality of a business - it's the way people act, the stuff they believe in, and the fun things they do together. Having a great culture is super important because it helps people feel happy at work and do their best.The first step is to decide what kind of culture you want. Do you want a culture where everyone works as a team and helps each other out? Or maybe a culture where people can be creative and try new ideas? You could even have a culture that's all about being active and healthy. It's up to you!Once you know what you want your culture to be like, you have to make sure everyone knows about it. The people in charge need to explain the culture really clearly. They can give presentations, hand out info packets, or even make a fun video. That way, everyone gets on the same page right from the start.But just telling people isn't enough - you also have to show them through your actions. The leaders have to actually live out the culture themselves every single day. If you want a culture ofteamwork, the leaders need to work closely with their team and ask for everyone's ideas. If you want a creative culture, the leaders should encourage new ideas and let people experiment.It's also really important to hire people who seem like a good fit for your culture. You want employees who already kind of act the way you want. That makes it easier to build the culture you're going for. During job interviews, you can ask questions to see if people's personalities and values match what you're looking for.Once you have the right people, there are tons of fun ways to strengthen the culture. You can start traditions like celebrating birthdays, going on company field trips, or having potluck lunches where everyone brings a dish. You can decorate your office space to represent your culture too. If you want an active culture, you could have standing desks, yoga ball chairs, oreven put in a rock climbing wall!Teambuilding activities are another awesome way to build culture. You could do outdoor adventures like hiking or whitewater rafting. Or indoor activities like escape rooms or video game tournaments. Anything that gets people working together and having fun. It's important to actually participate inthese activities yourself if you're a leader. Don't just watch from the sidelines!You should also recognize and reward people who really embrace the company culture. Give them shoutouts, award prizes, or bonus perks. That shows the rest of the team that living the culture matters. And make sure you hire and promote people who fit the culture well. That'll keep the culture strong as your company grows.Building a strong culture takes a lot of hard work, but it's super worth it. Companies with great cultures have employees who are way more motivated, creative, and happy. They stick around longer too instead of quitting all the time. A powerful culture makes a company really special and can even help them be more successful than other businesses. Pretty cool, right?So those are my tips for creating an outstanding company culture! Make it clear what your culture is, lead by example, hire the right people, and keep building it with fun activities and rewards. If you do all that, you'll have an amazing, one-of-a-kind culture that makes your company the best place to work ever. Thanks for reading, and good luck!。

关于如何建设公司文化的英语作文How to Build an Awesome Company CultureHi there! My name is Jamie and I'm 10 years old. My mom works at a really cool company and I've learned a lot about how they build their amazing culture. It's actually really interesting stuff! Let me tell you all about it.First of all, what is company culture? It's basically the personality of a company. It's all the values, beliefs, traditions and behaviors that the people share. A strong culture makes the company feel like one big family working towards the same goals.At my mom's workplace, they put a huge emphasis on building an incredible culture. The bosses know that having a great culture leads to happier employees, better teamwork, and an overall more successful business. It's a win-win for everyone!So how do they do it? Well, it starts from the very top with the leaders. The CEO and executives really walk the walk when it comes to living out the company values. They are role models for how everyone should act and treat each other. It's not just empty words on a plaque.For example, one of their main values is "Embrace Fun." The CEO is always cracking jokes, having dance parties, and coming up with silly contests to keep things lighthearted. She makes sure work never feels too serious or stressful. People actually look forward to coming to the office!Another big part of their culture is open communication. My mom's company has an open door policy where anyone can walk right into the CEO's office to chat or share ideas. There are also regular town hall meetings where people can ask questions directly to the leadership team. No secrets or power tripping allowed!They also have a really strong team spirit and emphasis on collaboration. Employees are always working together on projects in small tight-knit groups. There are lots of team building activities like outdoor adventures, cooking classes, and sports leagues to bond outside of work too. It's like one big happy family!Speaking of family, work-life balance is another massive priority in their culture. My mom's company offers unlimited paid time off, work from home flexibility, and even courses on things like parenting and stress management. They really care about supporting the whole person, not just the employee.Giving back is huge too. Once a month, the entire office goes out to volunteer somewhere like a food bank, park cleanup or school. They also have charity fundraisers and donation matching programs. It makes everyone feel proud to work for a company making a positive impact.Career growth is also baked into the culture. There are tons of training opportunities, mentorship programs, and ways for people to try new roles across different departments. No one feels stuck or stagnant. The company invests a lot into developing their employees' skills and potential.Of course, celebrating wins is a major part of their culture too! Anytime the company scores a new client, hits a milestone, or launches a new product, there are parties, bonuses, and lots of public recognition. My mom's team even got an all-expenses paid vacation to Hawaii after landing a huge deal. Now that's a killer perk!Probably the coolest part of their culture is the outstanding workplace itself. The office looks like a cross between a playground and a trendy loft. There are gaming lounges, outdoor patios, nap pods, and mothers' rooms all over. The kitchen is always stocked with free gourmet snacks and drinkstoo. I'm not kidding - there's even a slide between floors instead of stairs! How awesome is that?At the end of the day, company culture comes down to showing employees they are valued, creating an environment where they feel appreciated and motivated, and cultivating a sense of mission and purpose beyond just making money.Building and maintaining a strong culture takes constant work, but my mom's company excels at it. That's why so many talented people want to work there. The culture makes employees feel appreciated, challenged, and part of something bigger than themselves. No wonder they have such a successful and admired business!Well, that's the inside scoop on world-class company culture straight from a 10-year-old's perspective. I hope it inspires you to look for a workplace with an incredible vibe and core values you vibe with. A great culture makes going to work each day way more fun and fulfilling. Just ask my mom!。

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文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copy excerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!Well,企业文化 is really important for a company. It's like the soul of the company. First, you gotta have a clear vision and mission. That'swhat the company is all about. And everyone in the company should know and believe in it.Another thing is values. What does the company stand for? Honesty, integrity, teamwork, those kinds of things. And make sure everyone lives by those values.You also need to communicate a lot. Keep everyone in the loop about what's going on, what the goals are, and how they can contribute.And don't forget about having some fun. A happy workplace is a productive workplace. Have some team-building activities, celebrate successes, and just enjoy working together.Oh, and one more thing. Encourage innovation and creativity. Let people come up with new ideas and try new things. That's how you stay ahead of the competition.So, that's my take on building企业文化. It takes some work, but it's worth it.。